Strategically Using the Summer to Strengthen Colleges and Universities

By Dev, Erin Bailey | Summer Academe, January 1, 2005 | Go to article overview

Strategically Using the Summer to Strengthen Colleges and Universities


Dev, Erin Bailey, Summer Academe


Introduction

Many of the traditional funding sources for higher education institutions have become less reliable. These funding sources include state funding and endowment spending. Recently tuition increases, often used to fill shortfalls, have been less effective at many schools because parents require more financial aid from schools to pay for those tuition increases. As a result, schools have been forced to come up with alternative ways to raise revenue.

Summer programming can provide institutions with a powerful way to increase needed revenue. During the summer, colleges and universities generally have underutilized resources and excess facilities capacity. By thoughtfully using resources and filling excess capacity with revenue-generating programs, such as camps, conferences, continuing education, and special events, institutions can raise needed revenue while furthering their mission. (1)

Although the financial health of colleges and universities is important for their well-being, it is not the sole metric by which most institutions measure themselves. Colleges and universities, unlike businesses, are not measured by their ability to deliver a financial return. Even though success metrics for higher-learning institutions are difficult to define, let alone quantify, it is possible to establish a framework to measure program success. Quantifying the benefits of summer programming provides institutions with a powerful ability to make decisions as to which programs will produce the greatest benefit for them.

Armed with a framework to measure the benefits of potential programs, an institution can start to define a process to identify and prioritize its potential programs. Identification, assessment, and prioritization involve both looking at the performance of programs at other institutions and understanding how those programs would perform at one's own institution, based on its characteristics and the environment. Understanding how a program would work in the context of one's own environment enables an institution to select and develop programs that are likely to be successful on its campus. By understanding the operational structure of potential programs, institutions then can set their own expectations and manage programs to meet those expectations.

It is critical to ensure that the highest priority programs are implemented and run well. First, institutions must identify the summer programs that can be feasibly operated and offer the greatest overall benefit. By carefully planning the implementation of new programs, institutions can realize their potential benefits. Successful implementation of summer programming requires benchmarking and performance management to ensure continued high performance.

Summer programming offers higher education institutions an opportunity to take advantage of their strengths and resources to generate revenue and further their missions. The factors for successful summer programming are a thoughtful plan and relentless attention to detail while executing that plan. Though planning and developing summer programs may seem daunting, institutions will be greatly rewarded for strategically expanding.

Problem

Many colleges and universities experience budget shortfalls as traditional funding sources become less reliable. Traditional ways to fill budget gaps include endowment spending and state funding. As the reliability of those sources of funds falter, colleges and universities often resort to increasing tuition. Tuition increases, however, are not always an effective means of raising revenue the limited effectiveness of tuition increases leads colleges and universities to look elsewhere to raise revenue.

The stock market crash of 2000 precipitated a drop in endowments, which frequently resulted in a related drop in endowment spending. (2) The average endowment lost 6 percent in fiscal 2002 and 3.6 percent in fiscal 2001 (Wilson, 2003). …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Strategically Using the Summer to Strengthen Colleges and Universities
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.